By Jack T Marchewka Northern Illinois University Copyright 2009 John Wiley amp Sons Inc all rights reserved Reproduction or translation of this work beyond that permitted in Section 117 of the 1976 United States Copyright Act without the express permission of the copyright owner is unlawful ID: 704392
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Information Technology Project Management – Third Edition
By Jack T. MarchewkaNorthern Illinois University
Copyright 2009 John Wiley & Sons, Inc. all rights reserved. Reproduction or translation of this work beyond that permitted in Section 117 of the 1976 United States Copyright Act without the express permission of the copyright owner is unlawful. Request for further information should be addressed to the Permissions Department, John Wiley & Sons, Inc. The purchaser may make back-up copies for his/her own use only and not for distribution or resale. The Publisher assumes no responsibility for errors, omissions, or damages caused by the use of these programs or from the use of the information contained herein.Slide2
Developing the Project Charter & Baseline Project Plan
Chapter 3Slide3
An IT Project Methodology
Figure 2.1
3Slide4
The Business Case has been approved, but…
Who is the project manager?Who is the project sponsor?Who is on the project team?
What role does everyone associated with the project play?
What is the scope of the project?
How much will the project cost?
How long will it take to complete the project?
What resources and technology will be required?
What approach, tools, and techniques will be used to develop the information system?
What tasks or activities will be required to perform the project work?
How long will these tasks or activities take?
Who will be responsible for performing these tasks or activities?What will the organization receive for the time, money, and resources invested in this project?
4Slide5
PMBOK - Definition
ProcessA set of interrelated actions and activities that are performed to achieve a pre-specified set of products, results, or services
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Projects versus Processes
Processes are ongoingIf you’re building cars on an assembly line, that’s a process!
If you’re designing and building a prototype of a specific car model, that’s a project!
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Project Management Processes
Project Management processes Help initiate, plan, execute, monitor and control and close a project as well as interact with the project management knowledge areas e.g., develop a business case, develop an MOV
Ensures that the final product meets the
exoectations
of the intended client
A caterer hired to bake a wedding cake, would need project management processes to define, plan, estimate the cost and deliver a cake that meets the customer’s expectations, budget and needs while being profitable to the caterer
Product-Oriented processes
Development processes that focus on tangible results of the project – develop a quality product
For an IT project this would include all the processes to design, build, test, document and implement an application system
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Project Management Processes
The PM must find the balance between the two
Figure 3.1
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Project Integration Management
Integration, in the context of managing a project, is making choices about where to concentrate resources and effort on any given day, anticipating potential issues, dealing with these issues before they become critical, and coordinating work for the overall project good. The integration effort also involves making trade-offs among competing objectives and alternatives. (PMBOK guide)
9Slide10
Project Integration Processes
Develop Project CharterA project cannot be started without a project charterDevelop Preliminary Scope StatementFirst draft of what the project must deliver
Develop Project Management Plan
How the project will be executed monitored, controlled and closed
Direct & Manage Project Execution
Project work is carried out
Monitor and Control Project Work
Corrective/preventive actions/defect repair/rework
Integrate Change Control
Manage change
Close ProjectAdministrative and contractual closure
10Slide11
The Project Charter
Together with the baseline project plan, provides a tactical plan for carrying out the projectServes as an agreement or contract between the project sponsor and teamProvides a framework for project governance
11Slide12
The Project Charter
Documents the project’s MOVAt this point it is finalized and agreed upon by all Defines the project infrastructure
Details everything needed to carry out the project
Summarizes the details of the project
plan
Summarize the scope, schedule, budget, quality objectives, deliverables and milestones
Defines roles &
responsibilities
Specify lines of reporting and those responsible for specific decisions
Shows explicit commitment to the
projectIdentify project sponsor and who takes ownership of the finished productSets out project control mechanisms
Outline a process for requesting and responding to change
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What Should Be in a Project Charter?
Project IDname identification (SABRE – semi-automated business research environment)
Project Stakeholders
Project Description
MOV
Project
Scope – specify what will NOT be done as well
Project Schedule (summary)
Project Budget (summary)
Quality issues/standards/requirements
ResourcesAssumptions & Risks
Project
Administration
Acceptance & Approval
References
Terminology (acronyms & definitions)
13Slide14
Project Charter Template
14Slide15
Project Plan
A Project Plan attempts to answer the questionsWhat needs to be done?
Who will do the work?
When will they do the work?
How long will it take?
How much will it cost?
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Project Planning Framework
Figure 3.4
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A Project Plan attempts to answer the questions
What needs to be done?
Who will do the work?
When will they do the work?
How long will it take?
How much will it cost?
The project planning framework is part of the IT project methodology and provides the steps and processes necessary to develop the detailed project plan that will support the project’s MOVSlide17
Project Planning Framework
The MOVDefined and agreed upon MOV acts as a bridge between the strategic mission of the organization and the project plans of individual projects it undertakes
Define the Project
’
s
Scope
Planning
Definition
Verification
Change Control
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Project Planning Framework
– cont’d.Subdivide the Project into Phases
Once the scope is defined and verified, the work can be organized into phases and
subphases
in order to complete all the deliverables
Each phase should focus on one deliverable
Tasks-Sequence, Resources, and Time Estim
ates
A task is a specific activity or unit of work to be completed
Sequence – linear or parallelResources – tasks require resources and there is a cost associated with each resource
Time
Schedule and Budget-The Baseline Plan
Once the project plan is approve, it becomes the baseline plan that serves as a benchmark to measure the project’s actual progress
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The Kick-Off Meeting
Officially starts the work on the projectBrings closure to the planning phaseCommunicates to all what the project is about
Energizes stakeholders
Engenders positive attitudes
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